With many thanks to two of my clients: Aisha Cuthbert, Head of Communications at One Housing, and Andy Taylor, Head of External Affairs at Network Rail, as well as Conservatives in Communications patron Kulveer Ranger, Global Head of Strategy and Communications (Financial Services & Insurance) at Atos, for your contributions.
In brainstorming topics for our first event of the year, we felt that 2021 – as we finally emerge from the global pandemic and adjust to the full impact of Brexit – is shaping up to be a challenging economic environment for both large and small businesses alike. You only had to hear the Chancellor’s Budget – where he revealed a titanic shift in policy towards a higher tax, bigger borrowing, expanded state – to understand the difficulties that are facing us.
While many of the tough decisions, such as making redundancies, have been postponed again until after the furlough scheme ends, we believe corporate communications professionalsmay well find themselves tasked with articulating and delivering bad news as their organisations navigate these challenges.
So, we discussed how to mitigatethe negative impact on our companies, and salvage reputation when things are going south. Hopefully, it was a useful exercise for those starting out, those who have recently switched roles, and even for those seasoned pros to pick-up new tips and share ideas.
Adam Honeysett-Watts, Principal Director at Conservatives in Communications, spoke to Matt Honeycombe-Foster at POLITICO about the future of the industry. The image below includes the comments that were used for his article, otherwise you’ll find the full transcript as a blog post.
Do you predict public affairs/comms industry will carry on with bits of the ‘new normal’ even as Covid comes under control?
Much of what’s taken place over the past nine months has been in the works for a while e.g., living healthier, working remotely, shopping online, leveraging technology and thinking digital.
What’s happened is the pandemic has accelerated the rate at which governments, organisations and individuals alike were already adapting to new expectations.
You could argue that there’s been – apologies in advance to all PRs and journalists – a turning point, sea change or paradigm shift.
Even now that we have vaccines, I doubt we’ll return to our old ways of working and living; a lot has happened. We’ve become accustomed to new habits and norms and become more resilient.
That aside, we’re a people industry – our successes are built on networking and relationships; we absolutely need that face-to-face time. That’s certainly true for new start-ups like do Different.
I cannot wait to be able to host in-person events for the PRCA Corporate Group and Conservatives in Communications again soon. Zoom fatigue has certainly crept in.
What were the big lessons of 2020 that are likely to stick?
1) Trust in your people and partners and ignore all talk of presenteeism.
The key to making remote working work is for managers to trust their colleagues. In turn, all colleagues must deliver – at home and in the office. It’s really that simple. Get it right and the benefits can be a-plenty.
And, I believe people have got it right. They have risen to the challenges posed by the country’s response to the pandemic.
2) Corporate reputation remains king.
While some functions in communications rise and fall in terms of where they are in the pecking order, corporate reputation management consistently remains among, if not at, the top of the league when it comes to what businesses should prioritise in terms of PR.
Yes, digital and internal communications played a critical role throughout the year – and will continue to do so into 2021 – however, it is reputation – the overall perception of an organisation that is held by is external and internal stakeholders (based on its past and current actions as well as its future behaviour) – where the bulk of investment should be targeted.
What are the main political and policy battles you’re watching out for in 2021?
If you thought 2020 was going to be a wild ride wait until 2021.
The fight against coronavirus will continue, the impact of Brexit – either with or without a deal – will follow closely behind, the new US administration will push a whole different agenda, the Scottish, local and mayoral elections could be quite challenging for many, the Nationalists will continue to push for another independence referendum and all this while unemployment and debt soars.
Senior leaders need public affairs partners to help promote and defend their business interests, but also PR support to build their brands, earn trust, protect reputation and generate new leads. Advocacy and communications have never been more important. Thankfully, practitioners have demonstrated their value.
If you have ideas for the group or would like to get involved, please email us.
Adam Honeysett-Watts is Principal Director at Conservatives in Communications, Co-Chair of the PRCA Corporate Group and Founder & Director at do Different.
This time yesterday I was co-hosting an event, on behalf of the PRCA Corporate Group, which posed the question: When should business #TakeAStance? And in the spirit of doing things differently, we wanted to keep it brief yet engaging. The 45-minute session began with a video snapshot of 2020’s political, economic and social events and how organisations responded to them, before moving onto a lively discussion and Q&A.
With thanks to Westminster Digital for the production and to all participants, including Natasha Jones, Head of Communications and Policy at Funding Circle; Paul Holmes, Founder & Chair of PRovoke; and Rebecca Donnelly, my fellow co-chair and UEA graduate.
I’m particularly interested in this topic because I’m of the opinion that, while some functions in communications rise and fall in terms of where they are in the pecking order, corporate reputation management consistently remains among, if not at, the top of the league when it comes to what businesses should prioritise in terms of PR.
Yes, digital and internal communications played a critical role throughout the year – and will continue to do so into 2021 – however, it is reputation – the overall perception of an organisation that is held by its external and internal stakeholders (based on its past and current actions as well as its future behaviour) – where the bulk of investment should be targeted.
For those of you interested in my perspective here’s a quick snapshot. Like many other Conservatives in Communications, I closely follow current affairs and keep our supporters and my clients informed about what’s on and coming up on the horizon. While they are proactive in terms of taking a stance and communicating it internally, they are more reserved or opposed to communicating it externally. Why so?
To strike a balance, what I suggest is asking yourself four business-level questions:
1. What’s the purpose of my business?
2. Will taking a stand negatively or positively impact our purpose?
3. Will taking a stand hinder our future ability to attract and/ or retain customers and employees?
4. Does this issue rise to the level of a core issue vs a preference?
Should your business take a stance or not? That’s up to you! Sometimes the answer will be yes. More often it will be no. But before you rush into supporting a position go through the process I have just outlined.